Applicants' and Employees' Reactions to Corporate Social Responsibility: The Moderating Effects of First‐Party Justice Perceptions and Moral Identity

By D. Rupp, Ruodan Shao, Meghan A. Thornton, D. Skarlicki. 2013

637 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2ab30122ffab29162771a249aa60fbf6ae6a34f7

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Citations in the corpus

Ethical Leadership and Corporate Social Responsibility in China: A Multilevel Study of Their Effects on Trust and Organizational Citizenship Behavior (2017, background): “As mentioned earlier, studies show that employee perceptions of CSR influence job attitudes, such as organizational commitment, intention to quit, and behavioral outcomes such as OCB (Carmeli et al. 2007; Newman et al. 2015; Rupp et al. 2013; Zhang et al. 2014).”
Corporate Social Responsibility and Ethical Leadership: Investigating Their Interactive Effect on Employees’ Socially Responsible Behaviors (2017, background): “Third, our study findings on the moderating role of ethical leadership in the mediation between perceived CSR, organizational identification, and employees’ SRBs directly contribute to recent calls to extend knowledge on the boundary conditions that might determine the potency of perceived CSR in de”
Corporate Social Responsibility in Developing Countries as an Emerging Field of Study (2018, neutral): “More generally, and not dissimilarly from the mainstream CSR literature, more can be done to integrate both organizational behaviour (OB) and human resource (HR) perspectives to dig deeper into the cognitive and psychological aspects of CSR interpretation and decision-making (Rupp et al. 2013).”
Consistency Matters! How and When Does Corporate Social Responsibility Affect Employees’ Organizational Identification? (2016, methodology): “…organization’s discretionary actions intended to improve the well-being of external stakeholders (including the natural environment), which from an employee-centric approach to CSR, corresponds to a form of third-party justice (Glavas and Godwin, 2013; Rupp et al., 2013; Vlachos et al., 2014).”
How Do Employees Perceive Corporate Responsibility? Development and Validation of a Multidimensional Corporate Stakeholder Responsibility Scale (2018, background): “For example, individual personality differences might affect the relationship between perceived CStR and its outcomes (Rupp et al., 2013; Vlachos et al., 2014).”
Determinants and consequences of employee attributions of corporate social responsibility as substantive or symbolic (2016, background): “While corporate misdeeds or irresponsibility have been shown to lead to null or negative individual-level outcomes (Rupp et al., 2013), the dominant assumption regarding organizational engagement in CSR has been that this produces favorable employee outcomes.”
Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths (2017, background): “These values echo key moral traits that are conceptualized and validated to activate network mapping onto individuals' moral identity (Aquino & Reed, 2002; Reed & Aquino, 2003; Rupp, Shao, Thornton, & Skarlicki, 2013).”